13 March Converting Strategic Plans to Action (...degenerates...)

[Paul Terlemezian]

Training organizations must attract and retain smart people - people who can think strategically - whole brain thinkers - people who can plan and people who can get things done.

 

There are two risks with this:

 

1. We can be so engaged in planning that we leave no energy, time and money for execution

2. We can be so execution focused that our planning is limited to what we know how to execute

 

Professional growth occurs when we expand the areas that we can embrace with our plans and when we expand the areas where we have confidence that we can execute.

 

In my opinion it is more difficult to find people that know how to plan so once you find them - teach them how to execute...

 

This means - convert the plans to executable actions that can be measured and for which goals and deadlines can be established.

 

 

[Paul Terlemezian]

A key component of the strategic plan template I have been using for many years is a section entitled "tasks."

 

Each task is related to at least one CSF (Critical Success Factor) and each task is assigned to at least one person by name or by function.

[Paul Terlemezian]

While execution is critical to success - it can be limiting - if we allow ourselves to be "prisoner" to our ability to execute. We can also be limited if our experience has not allowed us to understand the solutions that are better than what our ability allows us to execute.

One way to allow someone else to execute is if it costs less to do so? What about if it produces better results? How will we know?

What methods are you allowed to use to determine whether to do something yourself, hire someone else to do something or even change the way something is done?

How can you help those who limit your authority view you favorably if you suggest hiring someone else of changing?